hr between the hammer and the anvil!
TRANSCRIPT
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HR between the hammer and the anvil!
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Mr.Human (H) Mr. Resource (R)People,Job,Motives,Culture,Personality development,Career,Knowledge,Skills,Values,Beliefs,Relations
BusinessStrategyTacticsOperationsProcessesProceduresToolsMeasuresCostsProfitPlansResults
?
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Mr. Human: Training is dedicated to
improve staffs qualification
and motivation to gain
competitive advantage!
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Mr. Resource: Training - is a waste of !
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H.: Mission accomplished - training is organised with the leaders
blessings.
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R.:But the
executives most of the time are
absent in subordinates
training!
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H.: In order that leaders would be satisfied, usually all
departments training needs are granted.
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R.: Does everyone
need training?
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H.:Yes, because if
they do not receive training they will justify their
failures in lack of
training.
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R.: How to synchronise the applicability of
training between
departments?
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H.: In any case: training - a straight path to financial performance enhancing!
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R.: No training - a straight path to increase in cost!
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H.: Ok. But how to measure benefits of training?
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H: For example - how much and what kind. . . how many hours. . . After all the more, the better!
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R.: How much is spent. . . The number of days they did not work. . . The less the more cost-effective!
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H.: However it is helpful and valuable and necessary for the staff!
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R.: Training is torture, it is boring, it does not apply, bad food, tough beds, its a pain in head....
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H.: But it is believed that the training will improve the department activities, because the training is organised by the wishes of the leaders!
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R: How? After all, heads of departments often do not know what they need, to improve the
performance. . .
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H.: It doesn't matter our financial results will improve in the future, because we are investing in to our staff!
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R.: However, organised training to different departments needs,
might represent conflicting methods
to each other, and will not deliver the
financial benefits
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H.: Listen Colleague,
why among us such a LARGE difference of
opinion?
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R.:So Colleague, how do we choose and organise trainings?
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H: We find the training
providers, who says: "Just say what do you
need and we will organise what you ask for".
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R.: How can you answer, if leaders argue till they die what training is needed the most?
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H.: Than we organise for them Team building ..26
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R.: and after a number of Team
building, Coaching and so on, that
relationship between leaders are
"improving very well".
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H.: Well, then training is organised depending on the strategy!
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R.: However, different
department managers sees different ways
of implementing strategy. . .
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H.: Then they are trying to
reach a compromise. . .
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R.: That's how the problems
become chronic!
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H.: So, maybe the problem comes from the company that engaged in training? Or maybe the employee mastered the knowledge badly and need
to repeat. . . Or . . ?32
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R.: But all believe that
sole responsibility for training goes only to
HR. . .
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H.: Then HR feel like it
was between the hammer and anvil, as some argue that most
training does not lead to substantial benefits ..
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R.: Can all problems be
accused solely on
HR?
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H.: Maybe misunderstanding arises from the
fact that it is not clear to which
end is the training.
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R.: Maybe it is logical to group training sessions into two
large families:
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1. Training for the development of the obligation.
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2. Training for business process improvement.
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H.: Where HR is strong?
a) in individual psychology;
b) in assessing compliance with
the personal responsibilities; c) in personal development
planning..
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R.: Where HR is week?
a) In perception of business
processes;
b) HR is often not able to monitor
the implementation of
the knowledge and use...
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If it wont be invented, as a
measure of training for improving
business processes financial benefits, the HR will call as a
cost centre!
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Are you sure that all departments needs training?
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Are you sure that all the units equally affect the final, financial result?
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OR maybe you can find one reason, which are most pressing oxygen (money) feeding mechanism?
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What decision would destroy
situation between
“hammer and anvil”?
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1. Should have a measurable impact on financial results;
2. Does not cause resistance between Managers;
3. That it would correspond with the strategic development direction;
4. Could be quickly implemented.
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PROPOSAL10 steps to success
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1. Propose to the TOP Management an analysis, what restricts their companies
even better business growth.49
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2. Count the possible financial result.50
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3. Obtained TOP Management approval51
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4. Prepared and presented "Training Plan".
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5. Hired relevant experts.53
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6. For the expert it is created a specific and explicit task.
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7. HR department creates an
inspection and evaluation system of
needed changes.
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8. Ongoing training and
implementation of necessary
changes
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9. Carry out other departments activities synchronisation with
the "critical" department.
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10. The results are discussed in each
quarter.
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Author of “God, Quantum physics, Organizational structure and Management style”
http://www.amazon.co.uk/Quantum-Physics-Organizational-Structure-Management/dp/9955689234/ref=sr_1_1?
ie=UTF8&s=books&qid=1266446827&sr=1-1
You can order a book, workshop, analysis or lecture, or just a dream
at:
+37069841027 Darius Radkevičius
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www.god-‐physics-‐management.com
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